How has the media agency game changed over the years? What are the prerequisites of an effective client leader? How can we build a successful team?

These were the key questions addressed in a panel, titled ‘the changing expectations from a media client leader and the challenges in getting there.’ The panellists included Ajay Gupte, CEO, South Asia, Wavemaker; Anita Kotwani, CEO, media, South Asia, dentsu; Tanmay Mohanty, CEO, Publicis Media; and Vaishali Verma, CEO, Initiative India. The session was moderated by Vikram Sakhuja, partner and group CEO, Media and OOH, Madison Communications. 

Evolution of media agency

Verma discussed how the entire format of media agency has changed over the years.

“In age-old times or say 20 years ago, we were very focused on the top-end matrix which was awareness where you had certain kinds of people doing that and then there was performance and middle funnel, for which you had certain people doing that. Now, however, it's moving towards one person trying to manage the show. It is challenging because you need to also prepare and need to also gear the client lead or the business head who is the key SPOC for the agency. In terms of the agency business changing, it has evolved and it is very dramatically different from what it was 20 years back,” she said.

Deliverables of a client leader 

The panellists then went on to discuss the key deliverables expected out of a client leader today. 

Kotwani asserted, “You need to start by being client-obsessed. If I can understand his business as well as the client understands it, then the value that I can add back to his business is tremendous. If I can know enough about a CMOs business, maybe as much as he does, I will be able to partner with them a lot better. We look at how we can immerse ourselves in their businesses and understand their challenges. When they need to drive growth, I need to understand the areas in which they are having issues, concerns or challenges, and then how I address them with retrofitting solutions that fit in from our side. So the match of that is what is becoming very integral."

Echoing Kotwani’s viewpoints, Gupte emphasised the importance of client obsession and how critical it is that a leader understands his clients' requirements.

“While so much has changed, some basics remain the same. First is understanding the consumer journey and understanding what's working for the consumer. And second, is being client-obsessed. If a client leader is obsessed with success for the client and obsessed about understanding the consumer better, you find the solution. So while things have changed, I think this remains a constant. Anyone with these two basic capabilities or criteria will succeed,” he said.

He added, “The second part of this is about change and transformation. Change is a constant. It has been changing since forever. Today, a client leader needs to understand the data journey of the consumer, understanding how the consumer interacts with the various media forms, what options are available and understand the data that is available on the client side, because there is so much more information available to be up to date. A regular transformation is required. As long as the two basic criteria of consumer and client obsession are there, the client data will transform and gain the skills required to help the client succeed.”

Mohanty mentioned, “It's a partnership you are looking at. It is a pretty much personal touch between thinking and working as a partner, rather than thinking as a client lead. The moment you think of yourself as a partner in making sure that clients grow, that is how you also grow.”

Prerequisites of an effective leader

Building on the stance of how a leader should be client-obsessed, the conversation moved to figuring out what are the prerequisites for an effective leader. 

Verma said, “From my experience, I think the best leader is somebody who is from a planning background. It's not only about the client but it's also about managing a team. When you pick up people who are from a planning background, they have those kinds of experiences of leading small teams and then they make a better people person as well. And it's also about not only managing client relationships but also ensuring that the team within them or under them works up a collaborative way of working. I think the planning background makes the best business head.”

Kotwani shared the view that people from data and analytics backgrounds are now proving to be good business leaders today. 

Mohanty noted, “What matters is if the person can sell. The person who can sell that metric system both at the internal and external level is going to be critical for the success. He doesn’t have to know everything but the ability to sell and understand and be able to bring that solution to sell to the client is going to be the biggest thing and that is why I always believe that it’s not a digital person or a mainline person. At the end of the day, it’s on the organisation to equip them with the skills.”

Guidance for future client leaders

Talking about the one advice that a client leader should follow, the panellists suggested ways that can prove to be helpful to the leaders. 

Kotwani voiced, “The key is learning. You have to keep upskilling your skill set for the new age ecosystem changes that are happening. When you're trying to build a larger organisation, you have to have a strong learning and development agenda within your organisation. If the skill set is not getting upgraded at the pace with which the industry is moving, then you're going to fall back. That is the focus that we like to ensure that the target is getting upskilled.”

Adding to her standpoint, Verma added, “It is more on the job, but what we also additionally do is, it's also about chemistry with the client. So while we are talking about a client leader being client obsessed and they should have the capability to understand what the client's business is, so that he or she comes back and taps into the right resources within, I think the more important part is also about striking the right kind of chord with the client so that the client also feels extremely confident and assured that he or she is the right spot. So we work a lot in getting the right chemistry with the client

The secret sauce for client leaders to building a good team 

On a concluding note, the panellists reflected on the components that are critical for building a good team. 

Mohanty said, “You are looking for a leader who has empathy. Your obsession with clients comes from obsessing about the client’s products. And that drives from the empathy the leaders should have for that account. That empathy should reflect on what is expected from the client versus what the team can deliver. The bigger thing is that a leader has empathy to understand both sides and to build a team that supports him to deliver that.”

Building on the idea of empathy, Gupte added, “There is an element of trust which builds over time and there are going to be times when it’s unreasonable. And we are in a business which requires unreasonable effort at times. It is at those times that a team stretches itself and delivers and earns the respect of a client. And empathy is very important on all sides.

Stressing the importance of disciplined leadership, Kotwani asserted, “The way we try to work out is there has to be disciplined leadership first in terms of delivery to the client. Stakeholder management also becomes very important to an organisation.”

“It’s extremely important that client leaders are immersed completely, have a good chemistry and relationship, and build trust," said Verma.